Our Go2Thrive podcast guest today is Dr. Steven MacGregor. Steven, who hails from Scotland, is a global expert in executive health and performance with a PhD and master’s degree in design thinking. He is the founder and CEO of the Leadership Academy of Barcelona and author of 11 books, including most recently, Chief Wellbeing Officer, which he co-authored with Rory Simpson.

The main question of this interview:

What Do Executives & Employees Need To Thrive?

Please click the audio player to hear our entire conversation.

We asked Steven the following questions:

        • Share a favourite quote, and why it resonates with you?
        • Can you also share your thoughts on some of the common denominators between avid sportspeople and avid business executives?
        • Do you see challenges there, for a business executive to take a step back or to pause or to reflect for a time?
        • Leaders need to find ways of fitting life, business, health, emails, and more into 24 hours. Tell us about The Hateful Eight?
        • How can people become their best version of themselves?
        • How can companies or employers help their employees to bring out the best in them?
        • What can organizations do to ensure people bring more of their authentic selves to work?
        • What is your definition of a results-based culture and why should organizations strive for this?
        • Share about the ROI (return of investment), of creating a thriving workplace?
        • Can you also share any predictions about the future of organizational development?
        • Can you share/add to your vision for creating a sustainable, thriving workplace?

Interview highlights

      • “You knew what you were doing when you woke up this morning, didn’t you?” Ferris Bueller’s Day Off
        I just love it because it’s about intention and mindset

The common denominator, as you asked for, is performance mindset. They [athletes] know when is that critical time to perform. In business, [ ] you need to be performing day in day out.

      • They [business people]need to take a step back one day, or they need to take a step back one week or different parts of the year, to reflect, rehearse, experiment, try something different. have a bit more of that inner dialogue.
      • As you move through the organization, you get less and less support. You get people who do things for you, but you get less people who give you honest feedback on how you’re doing your job.
      • You work eight hours (exclusively), you have eight hours leisure to live your life, and you have eight hours rest, which as we all know, between seven and eight hours is what we need in terms of sleeping time.
      • Taking a step back. We do the things that we do every single day and we often lose sight of what We need and what makes us happy, what makes us productive.

The key lies in realizing that people are not machines. If they come to work with more of their humanity and more of their best selves, then the company is going to be more successful as well.

      • The work that they’re doing has to have some meaning. People connect to that: it’s not just about squeezing people or a money-making machine.
      • The big factor is a positive, social culture. An opportunity for people to have relationships at work, to have friendships at work and more tolerance for diversity and inclusion.
      • Bringing more of your authentic self to the workplace is going to be less tiring, and it’s going to allow you to contribute more to that workplace.
      • It is a meritocracy; it’s quality more than quantity. You can’t just say it’s about the results at the end of the day. The way that you achieve results is also important.

Well-being is still hard to measure. We need to measure differently to look at well-being within the workplace. A lot of the ROI looks at absenteeism, measuring sickness, because those are things that are very easy to measure.

      • I hope that the talent of the future is going to demand much more from the organization. And they’re not going to squeeze out their ‘life’, even for only a couple of years.
      • It’s a [huge] loss on the business. The first year or 18 months your employees are underperforming because they’re learning the ropes. As soon as people are highly skilled and they’re getting to know what they’re doing, then they leave.
      • An extra point on ROI of the leaving talent aspect is very important; A company has to provide a stimulating, intellectual environment for these people, or they’re going to leave.

Thanks to Steven McGregor for joining us in this episode!
Please click the audio player to hear our entire conversation.

Steven MacGregor on LinkedIn
Steven’s website The Lab CN
Steven’s books 

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